SUSTAINABLE HRM AND CORPORATE RESPONSIBILITY

Introduction Sustainable Human Resource Management (S-HRM) has taken centre stage as a strategic focus in organisations as they deal with mounting pressure in the world on climate change, social inequality, ethical leadership and workforce wellbeing. S-HRM differs from traditional HRM, where efficiency and performance outcomes are the primary focus, but long-term environmental, social, and economic objectives are incorporated in people management systems. It focuses on the responsible employment practices, ethical decision-making, and sustainable development of human capital. Nevertheless, although this strategy has promise, sustainable HRM is very unequally implemented at the global level. The organisations in various regions have unique contextual issues, which determine their ability to incorporate sustainability in HR policies and behaviours.                         This assignment is a critical analysis of the significant ...

1. Introduction According to the modern business world, organisations are realising that sustainable development and corporate social responsibility (CSR) are not a luxury, but a long-term strategy towards long-term competitiveness. The Human Resource Management (HRM) has a pivotal role in instilling sustainability into organisational culture, structures, and everyday practices. The responsibility of CSR projects has become much more important as companies confront global issues, including climate change, inequality, the well-being of the workforce, and the expectations of stakeholders. Therefore, HR leaders have to embrace stringent HR analytics and metrics in order to assess the efficiency of the sustainability-oriented HR practices. Metrics of these initiatives enable organisations to go beyond symbolic CSR to tangible, transparent, and verifiable outcomes. The assignment discusses the application of HR analytics in measuring sustainable HR initiatives using a set of key performan...

Introduction The modern business environment is experiencing a radical transformation as dictated by the global sustainability issues, such as global warming, social inequalities, environmental degradation, and increased expectations of stakeholders. With the transition among organizations towards new models of sustainability rather than profit maximization, there has to be a corresponding change in their talent strategies. Talent management has also ceased to be narrowly applied with respect to recruitment, performance management, and compensation, and has a wider strategic role that considers environment, social, and governance (ESG) issues. Employees, in particular, younger generations are demanding employers who are more inclined towards sustainability, ethical purpose, and social responsibility. This has led to sustainability-driven employer branding and robust sustainability-based Employer Value Propositions (EVPs) that are now of primary importance in attracting, engaging, and...